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Examining the Impact of Perceived Emotional Intelligence Leadership Styles upon the Employee Engagement among Public Sector Employees
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Literature Review
EI, Job Contentment and Organizational Role Stress
The article by Sarangi, Pradhan, and Jena (2017) on “Emotional intelligence, organizational role stress and job satisfaction: Perspectives from Indian public and private sector organizations,” sets out to tell variations between public and private sector workers concerning company role stress, job fulfillment, and EI. The research also tries to establish the connections between the three variables in the private and public sector companies. Sarangi, Pradhan, and Jena (2017) affirm that EI is an integral part of an organization ranking it higher than practical skills and IQ. They also expound on organizational role stress as a company factor.
In their study, they involve 400 executives coming from the service sector and manufacturing industries in a variety of states in India. There was a random selection of these participants. Half of these participants were coming from the private sector and the other half from the public sector. There was a briefing of the participants about the experiment, including an assurance about the confidentiality of their response. There was the utilization of data collection methods such as survey through instruments like questionnaires.
The analysis of the data reveals that there were variations in job satisfaction in the public and privately owned industries. That is because the public sector offers more security in terms of employment than the private companies. Sarangi, Pradhan, and Jena (2017) find that the public sector gives workers more advantages in comparison to the public sector. On the other hand, there was no variation between EI and organizational role stress.
Sarangi, Pradhan, and Jena (2017) conclude that workers in public organizations have high levels of fulfillment compared to their counterparts in the private sector. Fringe benefits and job security are the attributing factors to their level of contentment. They recommend that companies need to employ, develop, and train individuals in the area of EI to enable them to cope with multiple job roles, cope with pressure and perform better within the work environment.
Breaking Employee Commitment Apart
In the article “Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies,” Delaney and Royal (2017) aim at scrutinizing worker motivation as a critical factor of commitment. They also examine the outcomes and antecedents of motivation, including their dynamics and methods in which companies can harness and foster motivation to improve involvement. Delaney and Royal (2017) also discuss the different types of motivation. The article identifies motivation as a critical element of performance and employee commitment. It determines building capability, change management, and knowledge management as key drivers of engagement. The authors establish that the primary predictor of employee commitment is self-motivation and external motivation, which the company offers.
Delaney and Royal (2017) identify two different motivation forms; one that is self-derived (intrinsic) and the one that is externally derived (extrinsic). Achieving intrinsic motivation requires the task’s goal to align itself with the personal objectives of an individual. On the other hand, extrinsic motivation is one that the organization or the environment initiates through such activities as rewards. The authors, however, align better organizational performance with intrinsic motivation. In two separate experiments, the research finds a 76% improvement in performance when employees feel motivated (Intrinsic). Contrarily, there was a 67% performance improvement when motivation comes from the company.
The study also identifies gaps in the intrinsic and extrinsic motivation areas, which lead to higher productivity and employee engagement within an organization. Delaney and Royal (2017) mention that employers depend too much on the motivation workers bring to work and do very little to enhance that motivation. They, therefore, recommend that companies should provide valued incentives and positive work surroundings to improve employee motivation. They conclude that motivation is essential in involving employees, thereby leading to a more productive and efficient organization.
EI as an Arbitrator between Leadership Efficacy and Leadership Style
In the article “Emotional Intelligence as Mediator between Leadership Styles and Leadership Effectiveness: A Theoretical Framework,” Badri-Harun et al. (2016) focus on the association between leadership efficacy and styles of leadership drawing on emotional intelligences as the mediating factor. The research has a gas and oil multinational in Malaysia as the center of its experiment. Badri-Harun et al. (2016) main goal was to determine the association between the variables and find any other elements that influence their connection.
Badri-Harun et al. (2016) analyze transformational and transactional leadership and their effectiveness concerning emotional intelligence. The study identifies transformational leadership as more effective in the positive outcomes of employees and EI. That is because it has components such as inspiration and motivation, which are vital elements when it comes to EI and an improvement in employee performance. Transactional leadership has the opposite effect when it comes to EI because the relationship is financially based. Badri-Harun et al. (2016) also establish a close relationship between reduced stress at work and transformational leadership. That is because transformational managers are more emotionally intelligent than transactional leaders.
The research also establishes that EI acts as an arbitrator between the effectiveness of leadership and leadership styles. The authors imply that for a leader to be effective, he or she requires some level of emotional intelligence. They also suggest that leaders who positively influence their employees use EI and, in most cases, achieve their goal. According to the study, part of emotional intelligence is the development of various enthralling visions for people. The study, therefore, recommends that leaders should exercise a transformational leadership style because of its close association with EI. Badri-Harun et al. (2016) conclude that EI acts as a mediator between being an effective leader and a leadership style. They acknowledge that emotional intelligence plays a vital role in the development and productivity of an organization.
Disengagement and Involvement in the Work Environment
The book by Imperatori (2017) on “Engagement and disengagement at work: Drivers and organizational practices to sustain employee passion and performance,” offers an in-depth discussion on company practices that improve individual’s engagement centering on the current trends of Human Resource Management. These new trends include e-HRM structures, practices of well-being, and initiatives of social volunteering. The book provides actual proposals on why and how to improve workers commitment. It also includes evidence that clear up widespread worker engagement clichés. Imperatori (2017) offers a detailed analysis of current complaints concerning the human resource role. The author contributes to the controversial debates on human resource professionals, including employees and middle management in the dynamic socio-economic environment.
Imperatori (2017) outlines the actual implications on employee engagement. The book adds to the many research pieces that support the advantages of having engaged employees at the workplace. Imperatori (2017) gives a clear definition of an engaged employee as one who is has invested interest and undivided attention to his or her work. The HRM practices that play a role in employee engagement include job satisfaction, development and training, performance management, and strategic compensations. The implication of these practices consists of an increase in employee motivation. That leads to better performance by both the worker and the organization.
Additionally, Imperatori (2017) suggests that organizations today require employees who are emotionally attached to the company to thrive. The author also establishes a connection between employee commitment and emotional connection to the organization. She affirms that employee engagement is one of the factors that predict financial performance, employee performance, and company success. Imperatori (2017) determines that, currently, more workers are disengaged. At the same time, the organizations are dealing with the issue of retaining employees and their commitment. Topics such as employee fatigue contribute negatively to employee engagement. It is, therefore, essential for organizations to sort these issues to increase their performance and employee engagement.
Personal Commitment Psychological Conditions and Worker Disengagement
In “Psychological Conditions of Personal Engagement and Disengagement at Work,” Kahn (1990) begins with the assumption that individuals can utilize different degrees of their emotional, physical, and cognitive abilities in job role performances. Additionally, Kahn (1990) mentions that these abilities have implications for their experiences and their work. The study conducts two subjective, concept-generating researches of architectural firm members and counselors for a summer camp. It does this to look into the conditions in the work environment that individuals engage in or employ and express themselves. Kahn (1990) scrutinizes availability, meaningfulness, and safety and their contextual and individual sources.
Kahn (1990) was both a participant and an observer in the experiment involving a summer camp. In the one involving an architectural firm, he was only an observer. Being an observer gave him the perspective of both an engaged and a disengaged participant. Identification of conceptual commonalities was a requirement to develop a broad comprehension of personal disengagement and engagement. In this case, data collection was through self-reflection, interviews, observation, and document analysis.
In the study’s analysis, Kahn (1990) finds out that feeling valued, or feeling able to receive and give, or feeling worthwhile at work are components of meaningfulness. Availability, on the other hand, is a person feeling the ability to drive intellectual, physical, and emotional energies into performance at work. Safety is a situation where one feels secure concerning behavioral consequences. All these are factors that increase involvement at work and also determine employee disengagement.
Kahn (1990) concludes that the intersection of availability, meaningfulness, and security influence individual’s engagement or disengagement at work. There is an improvement in their involvement and performance when there is a positive influence on the three psychological constructs. Therefore, the article recommends providing a nurturing environment for these psychological constructs to improve company performance.
Organizational Involvement Antecedents
In the article “Antecedents of organizational engagement: exploring vision, mood, and perceived organizational support with emotional intelligence as a moderator,” Mahon, Taylor, and Boyatzis (2014) set out to fill the gap of the engagement antecedents. They review available research on antecedent involvement and define worker involvement. Through this, the authors show that there is little research on the subject matter. Mahon, Taylor, and Boyatzis (2014) test the relationship between organizational support and worker involvement in psychological climate elements. They try to establish whether personal characteristics influence the relationship between the two concepts.
The collection of data was from one not-for-profit school and one for-profit public company. There was an exchange of approximately 638 involvement surveys between these two consenting organizations with a response rate of about 45%. Two hundred thirty-one complete surveys were available for analysis after linking perceived organization support, EI, engagement, and climate surveys.
In the analysis, there was a connection between perceived organizational support to an increase in performance within the organizations. POS, as an antecedent of involvement, plays an essential role in improving employee engagement. There was a positive correlation between POS and EI, positive mood, and shared personal vision. All these antecedents of involvement add to an increase in the employee involvement and productivity of the organization.
The authors conclude that the research highlights the essence of POS, positive mood, and shared personal vision as significant sectors for further studies on involvement. The article contributes to the growing comprehension of emotional intelligence by displaying its magnifying impact on POS and shared goals concerning participation. The authors recommend other further studies in this area to further widen the understanding of the antecedents of employee engagement. That is because of increasing employee disengagement, and therefore pursuing this area of research would give an improved picture of how to handle the issue.
Impacts of EI of Leaders on Workers Commitment
The research by Quang, Khuong, and Le (2015) on “The effects of leaders’ emotional intelligence on employee engagement in Vietnamese Construction Companies,” tries to determine the application of the emotional intelligence of a leader in coming up with the right style of leadership to improve the engagement of an employee at work. The research conducts its experiment on Hoa Binh Corporation in Vietnam, including its subsidiaries. Quang, Khuong, and Le (2015) look into EI, employee engagement, change resilience, self-motivation, self-esteem, and emotional literacy as factors that influence worker involvement.
The paper utilizes numerical data to investigate the competencies of EI on worker engagement. Out of a total population of approximately 2,000 workers, there was a selection of 400 employees within Hoa Binh Corporation. The method of data collection, in this case, was through questionnaires and interviews. Additionally, the study utilizes observation as a method of collecting data.
According to the data analysis, interpersonal relationships and self-esteem correlate positively with worker engagement (Quang, Khuong, & Le, 2015). They all fall under the EI competency category. Additionally, emotional literacy and self-management had a moderate relationship with worker involvement. Change resilience and self-motivation had a low association with improving the engagement of workers. Quang, Khuong, and Le (2015) found that self- motivation and emotional literacy influenced employee involvement.
Therefore, Quang, Khuong, and Le (2015) recommend that leaders adopt emotional analysis behaviors at the workplace. Managers should conduct a self-assessment to find out what they feel, the root of the feeling, and what the feeling means. Leaders should always communicate with their followers to have a deeper understanding of their moods and what they feel internally. The article concludes that a leaders’ EI affects the engagement of workers. If a leader has a positive attitude, it reflects on the worker’s involvement at work, thereby increasing his or her level of performance.
Differences in Employee Motivation between the Private and Public Industry
Rashid and Rashid (2012) study on “Work Motivation Differences between Public and Private Sector” aims at identifying and discussing the elements that affect workers’ motivation. It seeks to identify the significant differences in the motivational constructs in the private and public industries. Rashid and Rashid (2012) acknowledge that there exist variations in motivation in these sectors. They also affirm that these motivational factors can positively or negatively influence the engagement of employees. In this case, they point out that workers in the privately-owned companies value the financial aspect of employment compared to workers in the public industry.
In their quest to establish the differences in the motivational aspects between private and public industries, Rashid and Rashid (2012) came up with a survey method to collect data from approximately 150 workers. These workers were from the private and public banking industries. The surveys aimed to examine which elements are affecting employees’ motivation in the private and public banking sectors. The other aim was to find out if these elements had a variation between these sectors.
According to the authors’ analysis, there exist significant differences in motivation between the private and public banking industries. The most crucial difference was the financial aspect. Financial motivation in the public sectors had little influence on motivation in comparison to the private sector. That may be because of the perception that public areas usually offer lower salaries. According to the study, private sectors offer higher wages in comparison to the public sector.
Rashid and Rashid (2012) conclude that public industry workers and private industry workers were grouping the dimensions of motivation in varying order. The article confirms that there is a significant relationship between fringe benefits, salary, work efficiency, and relationship among workers with motivation. However, public banking sector employees were less satisfied in comparison to private banking sector employees. Therefore, they recommend that employers in every sector of the economy use varying motivational techniques to improve workers’ motivation. The result would be an increase in worker involvement and productivity of the employee and the organization as a whole.
Conclusion
In conclusion, emotional intelligence plays an essential role in the involvement of workers within the work environment. Motivational constructs have a significant factor in ensuring the engagement of employees at work. However, motivation varies in different sectors of the economy. Organizations should consider using various forms of motivation to ensure active worker involvement in the work environment.
References
Delaney, M. L., & Royal, M. A. (2017). Breaking engagement apart: The role of intrinsic and extrinsic motivation in engagement strategies. Industrial and Organizational Psychology, 10(1), 127-140. doi: dx.doi.org/10.1017/iop.2017.2
Badri-Harun, A., Zainol, M. R., Amar, A., & Shaari, Z. H. (2016). Emotional intelligence as mediator between leadership styles and leadership effectiveness: A theoretical framework. International Review of Management and Marketing, 6(1).
Imperatori, B. (2017). Engagement and disengagement at work: Drivers and organizational practices to sustain employee passion and performance. Springer.
Kahn, W. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724. Retrieved from http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=7&sid=c1c98333-6719-42e3-ae96-37cdc441f343%40pdc-v-sessmgr01
Mahon, E. G., Taylor, S. N., & Boyatzis, R. E. (2014). Antecedents of organizational engagement: exploring vision, mood, and perceived organizational support with emotional intelligence as a moderator. Frontiers in psychology, 5, 1322.
Quang, H. N., Khuong, M. N., & Le, N. H. (2015). The effects of leaders’ emotional intelligence on employee engagement in Vietnamese Construction Companies–A case of Hoa Binh Corporation. Journal of Economics, Business and Management, 3(8), 746-752.
Rashid, S., & Rashid, U. (2012). Work Motivation Differences between Public and Private Sector. American International Journal of Social Science, 1(2), 24-33. Retrieved from http://www.aijssnet.com/journals/Vol_1__No_2_December_2012/3.pdf
Sarangi, D., Pradhan, R. K., & Jena, L. K. (2017). Emotional intelligence, organizational role stress, and job satisfaction: Perspectives from Indian public and private sector organizations. Indian Journal of Positive Psychology, 8(4), 478-483.
